Oversee production needs, Ordering items for daily production, Cost savings projects, Team building, Training employees, Lean Six Sigma practices, Initiate PIE events, Continuous Process Improvement implementation, Performance Metrics

Recruited by Ameristar to oversee operations, planning, scheduling, materials, inventory control, manpower in the department while increasing manufacturing capability and reducing cost. *Responsible for install and startup of 5 Multi million dollar steel mills. *Reduced scrap by 2.39% each month by utilizing Lean Six Sigma tools. *Improved OEE by 23% by improving scheduling and flow of products off both lines. *Implemented multiple PIE events for $48k in annual savings with SMED ideologies. *Implemented multiple projects for $100k in annual savings by achieving impacts in overall equipment efficiencies. *Set procedures and policies in place to reduce quality complaints resulting in eliminated overtime required to rework or remanufacture products. *Collaborated with Owner, VP of Operations, Quality Managers and Lean Six Sigma Black Belts in new product development on several new product lines and engineering changes. *Negotiate contract pricing and terms with vendors and suppliers. *Train employees on Lean Six Sigma practices in order to achieve team collaboration with the understanding of the importance and impact LSS has on our processes. *Improved first pass yield from 91% to 99% by utilizing MSA to record downtime and chart downtime issues to show areas of needed improvement. Wheatland Tube and Conduit-Little Rock Ark.

Responsible for daily operations of the third largest steel company with over 400 employees. Involved in initial startup of steel mills. Initially hired in as a loader, within two years was promoted to a leadership role. Two years later was promoted to supervisor. 4 years later was promoted to plant manager responsible for Little Rock Division. *Reduced manpower on each line (3) by 10% in first two months as plant manager. *Reduced scrap percentage by utilizing product in other areas resulting in new product line. *Improved OEE by initializing training classes to instruct operators on proper changeover procedures cutting changeover from 5 hrs to 3.5 hrs. *Reduced hazardous waste costs by $70K annually by training employees on procedures to properly operate machinery and apply coatings. This also reduced costs in materials as well as overtime to clean up areas for hazardous waste removal. *Implemented new process to reduce customer complaints by 100% on an issue with interior paint bubbles by blowing excess paint into paint barrels to be reused again allowing for another annual cost savings. *Facilitated in the initial startup of a bar-coding/tagging system for all products flowing thru the facility. *Initialized preventative maintenance program for multiple departments resulting in improved operations and safety record.